Last week I came across a Harvard Business Review article about what happens to workplace relationships when people turn to AI instead of their colleagues. The researchers, from BetterUp and Stanford, call it “relationslipping.” Teams where this was common reported more than 20% lower trust and coordination.
When employees no longer need to reach out to colleagues as often for information or advice, what else might they be missing?
Those everyday interactions build relationships with colleagues who might otherwise remain outside our professional networks. And those relationships can become important to both our career growth and our ability to get things done.
Recently, I facilitated a workshop with a cross-functional leadership team focused on strengthening accountability. One of the challenges we explored was how to influence colleagues across the organization when we don’t have direct authority over them.
I asked participants to complete a self-assessment of their influencing behaviors. One statement stood out in light of the BetterUp research.
“I invest time building relationships with cross-functional partners before I need something from them.”
The workshop also reminded me why cross-functional leadership development programs are so valuable. Beyond developing skills, they give people the chance to get to know colleagues outside their usual circles, and those connections can matter long after the program ends.
Building relationships across an organization has always mattered, and the researchers suggest connections across functions may be especially vulnerable. Many people are now taking questions to AI that they once would have asked a colleague.
As leaders encourage greater AI adoption, I’d suggest they ask themselves four questions.
Do people on my team feel safe asking a colleague a question, or does AI feel like the safer option?
Are my team members still developing the interpersonal skills that come from seeking advice, exchanging perspectives, and working through challenges with others?
Am I helping them build relationships and become known for their contributions beyond our immediate team?
Am I creating opportunities for people to learn and work across organizational boundaries, rather than becoming more self-sufficient within their own functions?
Many relationships at work have formed as a byproduct of getting work done. As AI changes how work gets done, leaders will need to make building those relationships a deliberate priority.
Read the HBR article here
https://hbr.org/2026/10/team-dynamics-weaken-when-employees-turn-to-ai-instead-of-colleagues